A new era: Accelerating toward 2020, an automotive industry transformed

Deloitte

Description

In the report, Deloitte senior automotive leaders offer perspectives on the structural changes and major customer, technology, and people trends expected to transform the industry over the next decade.

Sujets

• 2009

Informations

• Publié par: deloitte
• Nombre de lectures: 200
• Langue: English

Extrait

A new era Accelerating toward 2020 — An automotive industry transformed

Contents

The transformations to come

The restructuring imperative

Changing customers, changing demands

Technology to reflect new sets of demands

Getting the right skills

The next chapter in industry history

Endnotes

1

2

8

15

22

26

28

The transformations to come

At least now, the picture is clear For the past few years, automotive leaders and observers have witnessed an industry in peril. A slowing global economy, coupled with declining consumer confidence, has translated into dismal new car sales in most markets.

But the slump has masked many outstanding industry advancements. Standards of quality and productivity, for example, have been raised without a corresponding increase in price. Cars today are safer, more fuel efficient, and more technically advanced than ever. And, the automotive workplace has evolved from an image of “dark, dirty and dangerous” to an environment of high skills, advanced technologies, and dynamic change.

Despite this, competitive and fi nancial pressures have led to a number of high-profi le bankruptcies. Production utilization in North America, Western Europe, and Japan has dropped dramatically leading to widespread job losses. Even with discounts and other purchase incentives, consumers, wary of an uncertain economic future, have yet to return to the showroom without extraordinary government incentives.

So, what will be the shape of the automotive industry as the world emerges from the economic downturn? In this report, Deloitte Touche Tohmatsu’s senior automotive leaders offer a perspective on the structural changes and major customer, technology, and people trends expected to transform the industry over the next decade. A massive shift in the competitive landscape will see China and India emerge as major players in the industry. These markets will join Western Europe, Japan, Korea, and the United States as the centers of design and manufacturing for original equipment manufacturers (OEMs) and their suppliers.

By 2020, as few as ten volume OEMs groups based in these six major markets will account for 90 percent of global sales. To remain competitive,

each will rely on higher volume global platforms supported by networked design centers in key emerging markets. An era of “conscious consumption” will emerge. Customers around the world will be more cost conscious, especially in the developing world where millions of drivers will make their fi rst ever car purchase. Environmental considerations will also weigh heavily on the industry towards 2020. The fierce race to develop and produce electric vehicles, spurred by both customer demand and government incentives, will mean that up to a third of all cars purchased in developed countries in 2020 will not be propelled by an internal combustion engine.

This technological imperative will escalate an already intense war for talent by 2020. The workforce of the future will not only need more complex skill sets but will also need to be flexible so that companies can employ them most productively. At every level, a more proactive approach to training will be implemented, as part of a more progressive and comprehensive approach to talent management. The challenge to attract highly skilled workers will be especially acute in developed markets. Emerging markets, with their younger demographics and plentiful engineering talent, will pick up the slack left by the talent shortage. What must not be lost in any of this is the increasing role of government. Governments in all major markets have become active industry players. Their investments through emergency loans and incentive packages will have a lasting impact on the industry’s direction. The nature of their continued support to domestic companies, as well as energy and environmental policies, will do much to mold the automotive sector over the next ten years.

To be sure, there will be no resumption of the status quo. Automakers and their suppliers will need to reinvent themselves to meet the challenges of a dramatically new global automotive landscape.

A new eraAccelerating toward 2020 — an automotive industry transformed1

The restructuring imperative

The current economic crisis has accelerated deep structural change in the automotive industry, setting the stage for sustainable growth. High-cost exporting countries will see domestic capacity closed as vehicle production continues to migrate to the “new Detroits”: Lower-cost centers dotted across India and China and other locations in the regional trade zones of North American Free Trade Agreement (NAFTA) and the European Union. High-volume global platform architectures will become the norm. And, convergence will drive the emergence of new business models characterized by alliances with players from other industries to support new technologies. Figure 1: NAFTA light vehicle assembly capacity utilization (Feb 2008 vs. Feb 2009) 2 A recalibration of the automotive industry value 100% chain is in motion. The marked decline in sales over the past three years led to excess capacity in 80% 76% 85% 77% plants around the world, including North America 71% the European Union (see Figures 1 and 2).and Some of the numbers are startling: Like most of its 48% 48% competitors, for example, Honda went from full 43% 38% 37%  44%  41% capacity in February 2008 to utilizing less than half capacity (48 percent) a year later. 1 Profitability for OEMs has been hurt and margins for suppliers have sunk below the break-even point, triggering reduced e e e e e e e e e e e e e e capacity, resourcing to stronger suppliers, a rash ’08 ‘09 ’08 ‘09 ’08 ‘09 ’08 ‘09 ’08 ‘09 ’08 ‘09 ’08 ‘09 and in some cases, the need forof bankruptcies, Chrysler Ford GM Honda Nissan Toyota Other government bailouts. Source: Ward’s Auto, Data Reference Center Of course, the crisis will not last forever and short- Fi ure 2: European Union light vehicle assembly capacity utilization (2007 vs. 2009) 3 term sales projections foresee over 70 million units g sold worldwide by 2015 (see Figure 3). While 92% 90%  89% 89% opinions differ about the timing of the turnaround, 83% no doubt that the structure of thethere is 72% 69%  64%  70%  65% automotive industry will be deeply transformed. 57% 53% The decline of Detroit Once the core of the global automotive industry, Detroit’s influence has declined steadily over the past few decades. Sales of signature models have been slowed by the waning popularity of large cars and Detroit’s struggle to compete in the small car n s more, 2007 2009 2007 2009 2007 2009 2007 2009 2007 2009 2007 2009 2007 2009 segme t. What’ Detroit has already lost its leadership in engineering. Most cars manufactured Germany France Spain UK Italy Czech EU27 in 2007, for example their primary development had , Source: Ward’s Auto, Data Reference Center in Asia and Europe and this trend is expected to continue into 2015 (see Figure 4).

2

The rise of manufacturing in lower cost regions The move to lower cost regions will be driven by two forces: Cost and demand. The cost of labor in emerging markets continues to be a fraction of that in the developed world (see Figure 5). To take advantage of the expanding population in emerging markets, OEMs will continue to shift more of their production to be closer to their biggest source of new customers. For example, Greater China and South America will represent more than 50 percent of growth in global light vehicle production from 2008 to 2015 4 . “As the volume of cars sold in these emerging markets rises, it will be increasingly necessary for OEMs to move closer to the demand centers,” says RC Bhargava, Chairman, Maruti Suzuki India. “This will be for competitive reasons, which are stronger than the lower cost reasons. Engineering for the local customer is also critical, making it another major driver.” 5  

The expected growth of trading blocks (e.g., NAFTA, European Union, ASEAN, and Mercosur) will drive continued development of regional production systems, with a migration to lower-cost locations within each region. High exchange rate volatility and rising transportation costs have led OEMs and suppliers to focus more on low-cost sourcing within a region. OEMs will increasingly look to balance production and sales footprints to reduce exposure to adverse exchange rate shifts. The overall effect of this shift is that by 2020, there will be fewer cars sold as imports from outside a trade zone (e.g., Korea to the United States or Japan to the European Union). Even those cars with foreign labels will be produced regionally. For that reason, OEMs welcome the emergence of broader trade agreements that support greater flexibility.

The new pockets of low cost areas within the region will become hubs for OEMs at the expense of higher cost exporters such as Spain and Germany (in the

Figure 3: Light vehicle production forecast (millions of units) 6 80 70

60

50 40 30 20 10

2008 2009 2010 2011 2012 2013 2014 2015 Source: CSM Worldwide Figure 4: Falling primary development in North America 7 50 43 40 33 33 30

20

10 9 4 0 Asia Europe Norh America 2007 2015 Source: CSM Worldwide and Automotive News Figure 5: Labor cost comparisons ($/Hour) 8 Today’s high cost of production 12.0

8.0 6.0 4.0 2.0

1

ou mer ca

North America

Japan/ Korea

South Asia

Greater China

  

Europe

Others

1

$40.0 $35.0

$30.0 $25.0 $20.0 $15.0 $10.0

0.0 $0.0 US / Mexico Western Eastern Japan South India China Brazil Canada Europe Europe Korea d H e ig ve h l   o c p os e t d    markets L e o m w e   r c g o in st g    markets Cost of Labor Source: Cost of Labor – Economic Intelligence Unit, Data Dictionary, Total Production 2008 – Ward’ s Automotive Data Reference Center

A new eraAccelerating toward 2020 — an automotive industry transformed3

Figure 6: Share of production among top global OEMs producing 50,000 units in 2007 14 35.0 16

25.0

15.0

10.0

5.0

0.0

Japan

Western US Europe Market share

Source: Automotive News, Data Center

Number of players

South Korea

12

8

0

Figure 7: Joint venture sales represent nearly half of all Chinese automotive sales 15 Dongfeng Nissan, Cherry Auto, 6.8%  5.5%

Others, 40.2%

FAW-VW, 9.7%

Guangzhou Honda,

5.3%

Shanghai GM, 9.1%

Shanghai VW, 9.4% Geely, 4.6%  Toyota JV, 9.3% Joint venture sales Chinese company sales Source: Ward’s Automotive Data Reference Center, China Sales by Company

4

European Union) and the U.S. and Canada (within NAFTA). This strategy is already unfolding. Suzuki, for example, established plants in Hungary to supply the European Union, while Volkswagen and Nissan manufacture in Mexico to supply the members of NAFTA. 9 Renault is building a full-scale assembly plant in Morocco that will produce Logan-based cars for global export, mainly to Europe, starting in 2010. 10

China on the move Before a Chinese company establishes itself as a leading global producer, the industry will undergo a period of deep consolidation. This will reverse the relatively weak global market share position of Chinese OEMs today (see Figure 6). In the near term, the Chinese government plans to consolidate the top 14 local automotive players into 10 with a domestic market share in excess of 90 percent. Within the top 10, the government directive is for two or three to attain annual output of two million units and four or five to produce one million units annually. 11 In most segments, the supply base is expected to consolidate 30 to 50 percent. 12   The government mandate also encourages automakers to develop their own brands, with a target of boosting the share of Chinese domestic brands to at least 40 percent of the national market. Meanwhile, domestic Chinese manufacturers have been charged with exporting up to 10 percent of their product. 13   Chinese OEMs will find themselves in a fierce battle for supremacy in their own market. Management is highly motivated to stake their position and prove to Beijing that they deserve to be among the chosen few to lead China’s foray into the global automotive market.

Currently, the Chinese industry is also characterized by a high number of joint ventures with established players. The arrangement has provided Chinese companies with auto-making expertise, while also providing the only way into the Chinese market for their partners (see Figure 7). However, most of the

intellectual property remains in the hands of the foreign joint venture partners. Important questions remain about the future of joint ventures in China. All eyes are on Beijing as they decide whether to allow greater foreign ownership or tighten restrictions to protect the fledgling domestic producers.

Consolidation and a new global balance Consolidation is well underway and today 10 global OEMs account for over 77 percent of global production (see Figure 8). Fiat has taken over Chrysler and Volkswagen has swallowed Porsche. Deals like these increase scale, streamline distribution, boost asset efficiency, and provide access to previously limited markets. In some cases, companies will make targeted acquisitions to gain access to new markets, channels, or technologies. In others, companies may adopt ‘roll up’ strategies and make multiple acquisitions to rationalize capacity in a market niche and develop a dominant position. A new breed of players will emerge, as well as a new global balance — with more competitors headquartered in emerging manufacturing hubs, particularly in India and China (see Figure 9). When the dealing is done, the landscape will be dominated by global OEMs and suppliers based in six major markets: Western Europe, Japan, the United States, Korea, China, and India. The Renault-Nissan alliance is likely to be a model for others seeking platform and procurement scale but unwilling to risk the challenges of full integration.

Figure 8: 77 percent of global production is concentrated among 10 companies 16

Rank OEM group 1 Toyota 2 GM 3 Volkswagen

4 Nissan-Renault 5 Ford 6 Fiat-Chrysler 7 Hyundai-Kia 8 Honda 9 PSA

HQ location

Japan

United States

European Union

2008 global  Global Cum. production m s a h r a k r e e t m s a h r a k r e e t  9,237,780 13.3% 13.3%

8,282,803

6,437,414

Japan/ European Union 5,812,416

United States

European Union

Korea

5,407,000

4,417,393

4,126,411

11.9% 25.2%

9.3% 34.4%

8.4% 42.8%

7.8% 50.6%

6.4% 56.9%

5.9% 62.9%

Japan 3,912,700 5.6% 68.5%

European Union 3,325,407 4.8% 73.3%

10 Suzuki Japan 2,623,567 3.8% 77.0% Source: International Organization of Motor Vehicle Manufacturers Figure 9: The dominant groups (>1 million units) will be headquartered in six major markets 17 HQ location OEM and current HQ Potential 2020 HQ n Uni  VW, Renault-Nissan (0.5), on Europea Fiat-Chrysler,  PSA, Daimler, BMW  5.5 3.5–4 United States GM, Ford 2 1.5–2 Japan Toyota, Nissan-Renault (0. i 5 t ) s , u   bishi 5.52.5–3 Honda, Suzuki, Mazda, M China 0 1.5–2 India 0 0.5–1

Korea

Hyundai-Kia

Source: Deloitte Touche Tohmatsu analysis. August 2009

1

0.5–1

A new era2020 — an automotive industry transformedAccelerating toward 5

“China is closer to having product for mature markets than most think.”

6

— Matt O’Leary Director, Corporate Strategy, Ford Motor Company Supplier networks in low-cost centers As OEMs and suppliers move to regional models for both low-cost production and design, they will need to examine production quality and maturity in the low cost regions and then choose from the following supplier strategies: 1. Move existing suppliers, along with the OEM, to set up regional low-cost facilities. 2. Identify companies in the local marketplace to replace existing suppliers (but only when local markets display sufficient maturity). 3. Encourage established suppliers to partner with local companies (through joint ventures or other mechanisms) to combine technology know-how with local, low-cost manufacturing.

Developing these supplier networks will be one of the greatest challenges OEMs will face over the next ten years. Existing suppliers are strained and often lack the financial muscle to add new manufacturing capacity in new markets. Suppliers are also sensitive to technology transfer to local third parties, rightly fearing the creation of new, lower-cost competitors. Because of this, and the need to move quickly to capture growing markets, Ravi Sud, CFO of Hero Group, believes that increased collaboration among suppliers is inevitable. “Manufacturers need to be able to cater to ever-changing customer demands in the shortest possible time. They need to gain access to technology faster and ensure the technology is launched faster.” 18

Dr. Jerome Guillen, Director, Business Innovation, and Dr. Frank Spennemann, Senior Manager, Business Innovation at Daimler AG suggest that, “the emergence of new major global suppliers in traditional commodities is doubtful due to the strong technological foundations of existing players, as well as the degree of investment required to become established in developed markets – at the same time, there will certainly also be chances for smaller, highly innovative pioneers who are able to respond rapidly to emerging demands in new technologies.” 19 Ford’s Matt O’Leary, Director, Corporate Strategy, also says that “technology will come from non-traditional places. Alliances will be broader than what the auto industry has had in the past.” 20 need to adopt a mix of supplierOEMs will strategies to ensure the availability of the necessary components, quality, and technologies as they expand their operations in emerging markets.

Higher volume global architecture will become the norm A common challenge for automakers is the inefficiently low volume of units produced per platform. To remain cost competitive, OEMs have started to reduce the number of platforms they produce and are achieving much greater diversity of models produced from each platform (see Figure 10). Honda, with its flexible common platform, developed three dimensionally-distinct versions of the Accord, allowing for market-unique designs where 60 percent of the components are common. And Ford CFO Lewis Booth reports that the company aims to build 680,000 vehicles per core global platform within fi ve years, up from current levels of 345,000 units. 21 To remain competitive and maintain centralized quality controls in rapidly-growing emerging markets, regional design centers will have to be globally networked. Examples of this emerging trend include Renault, which established a design studio in Mumbai to create vehicles for India; PSA Peugeot Citroen which maintains a technical and styling center in Shanghai; and Daimler with one center in Pune, India and plans for a Benz design center in Beijing. 22

160

9.50

195

1.66

1.53

165

170

175

185

Total 2003 top five

Source: Automotive news, Data center

Honda CYR (Accord,Odyssey)

Toyota TMP (Camry)

Toyota NCV (Corolla)

GM T800 (Silverado, Tahoe, Escalade, etc.)

VW PQ35 (Golf, Bora, Beetle, A3, etc.)

250

100

350

300

450

400

Figure 11 – Increase in global platform volumes 24

500

1.18

Toyota NBC (Vitz/Yaris, Ayao, etc.)

1.08

Total 2007 top fi ve

6.66

2.58

1.87

1.86

Figure 10: The importance of global platform architectures has increased signifi cantly 23 2003 Top five global platform volumes 2007 Top five global platform volumes (Million units produced) (Million units produced)

VW A5 (Golf, Passat, A3, TT, etc.)

Renault/Nissan X85/B (Clio, Micra, Logan)

Toyota MC (Camry, Avalon, ES)

1.67

1.31

1.42

Ford C1/P1 (Focus, 3 & 5, S40, V50, C70)

150

200

50

0

2015E

1997

Number of latforms

2009

Avera e volume/ latform

2003

A new eraAccelerating toward 2020 — an automotive industry transformed7

Source: CSM Worldwide

8

Changing customers,  changing demands

Over the next ten years, the automotive industry will likely see the most dramatic changes in customer buying preferences in its 100-year history. Profound in their nature and implications, these changes will play out differently according to the dichotomy between mature and emerging markets. Customers will fragment into distinctly different segments by 2020. Attitudes altered by the recession will continue to evolve in mature markets, while a shift from economy cars to luxury segments will occur in emerging markets. Advancements in alternative technologies will also transform consumer mobility. OEMs will struggle to make required investments and develop the capabilities to deal with these trends. The winners will be the ones that profitably and flexibly meet regional customer requirements.

Figure 12: Projected customer segment shifts by 2020 25  

2009

2020

Older, Wiser and Cooped-u Net-worked

Source: 2009 Deloitte Internal Automotive Survey (United States, European Union, Japan, China, Russia, Brazil, Mexico, and Indi a). Deloitte Consulting LLP

The customer dichotomy Segmentation of customers is nothing new to marketers in the automotive space. However, by 2020, the fragmentation of customer needs across the world means that automakers will have to pay more attention to regional demand. Global OEMs must grapple with the reality that customer demand in both mature and emerging economies is changing, albeit vastly different ways (see Figure 12). By 2020, consumers in emerging markets will move beyond basic vehicles to embrace luxury vehicles and green technologies. While in mature markets, as the global recession fades,

consumers will demand that their vehicles are connected to their computers, mobile phones, work and homes. These customer trends create tremendous economic challenges for OEMs. In 2009, customers show little willingness to pay extra for entertainment features and green technologies. Meanwhile, the cost to develop and manufacture these technologies remains stubbornly high. The winning OEMs will be able to leverage their brands and marketing to stimulate consumer demand for these features while achieving manufacturing efficiencies that result in sustainable profits.

Seven major global customer trends to watch In both developed and emerging markets, OEMs and suppliers should be conscious of the following trends in order to take advantage of the most important opportunities emerging towards 2020:

1. Conscious consumption – a growing emphasis on value “Economic crises imbed themselves in the memories of those who live through them”, says Matt O’Leary of Ford. “The global recession will have a lasting impression on consumer behavior.” 26 Even as prosperity returns, the value of money takes on new meaning. As such, the current economic crisis will leave more value-oriented car customers in its wake. In fact, a recent Deloitte Consulting LLP survey indicated there will be a significant shift of purchase priorities. 27 Value and safety will become the most important features. As a result, smaller car models with enhanced safety features will enjoy stronger sales leading up to 2020. Short-term trends support this thesis: most participants in the United States’ ‘ca h for clunkers’ program have exchanged SUVs s and small trucks for smaller cars. 28 In emerging markets, car ownership is becoming more widespread, and yet the gap between car ownership in major markets such as Brazil, Russia, China, India, and the developed world remains significant. In the United Kingdom, for example, there are 511 cars on the road for every 1,000 citizens. But in high-growth China there are only 22 per 1,000, while in equally booming India, there are only 11 per 1,000 (see Figure 13). Car ownership in the developing world is set to rise. The largest purchasing segment by 2020 will be those customers buying a car for the first time. 29   They, too, are expected to be value conscious.

India provides a telling example. “India will have a growing set of young people who will need transportation soluti ” says RC Barghava, ons, Chairman of Maruki Suzuki India. “The needs of these young people are the most critical and OEMs will have to fine-tune their portfolio accordingly”.

That said, as in the developed world, cost will not be the only consideration. The expectations of first- time buyers in developing markets will likely increase rapidly. Value-oriented models will need to offer safety and technology features commonly associated with today’s premium brands. A variation of this value-perception phenomenon is being seen in China, says Ford’s Matt O’Leary. “In the interior of the country, there has been movement from motorcycles to small cars but price remains the most important factor. But individuals in coastal areas are willing to spend money on the latest and greatest and on a global product. They see themselves as part of the global market.” 30 2. Moving up — the emergence of new wealth in emerging markets The growth of the middle class (and subsequent jump in the number of high-net-worth individuals) in the developing world has been staggering and creates new opportunities for luxury brands whose demand in the developed world is in decline. A recent Deloitte Consulting LLP survey indicated the upper end of the customer base, those individuals with high levels of disposable income, will seek luxury brands with performance features as well as luxury add-ons, such as leather seats, sunroofs, and heated seats. 31

Figure 13: Number of cars per 1,000 people – 2008 32 600 500 511 490 499 458 400 300

200

100

102

0 US UK Japan Germany Brazil Source: “Automotive Industry Briefing”. Economist Intelligence Unit

212

Russia

11

India

22

China

A new era2020 — an automotive industry transformedAccelerating toward 9